"An organization should achieve high levels of performance to be recognized as an excellent organization. Explain the elements or criteria that are usually being used to evaluate for the organizational excellence award
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"An organization should achieve high levels of performance to be recognized as an excellent organization. Explain the elements or criteria that are usually being used to evaluate for the organizational excellence award. (Please refer to one (1) particular award that you are familiar of"
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- How does the implementation of Total Quality Management (TQM) principles impact organizational effectiveness and competitive advantage within a general business management system? Provide specific examples and analyze potential challenges in adopting TQM.Imagine that you are the manager of a housekeeping service. Specifically describe how you would use the concepts of (1) scope of the firm, (2) horizontal integration, and (3) vertical integration to build and achieve a competitive advantage over rival housekeeping services.Exceptional customer service, relative to your competitors, relates most closely to which dimension of a SWOT analysis? Strength Threat Opportunity Weakness
- answer this..How can staff managers ensure that their recommendations are aligned with the organization's goals and objectives?Predict 3–5 potential challenges that the managers or owners of the business could face in addressing organizational performance.In a SWOT assessment, which two categories involve an internal assessment of the organization? (Multiple choice) Threats Strengths Weaknesses Opportunities
- Referencing the scenario provided in Assessment 1, and following the guidance provided by the Strategic consultant, Peter and his team are now prepared to proceed with finalizing their business plan to launch their company. Considering how competitive the business sector is today, it is important that they are aware of their alternative organizational strategies. It is also important that they understand how to develop a sustainable competitive advantage, so as to remain financially viable. The group is considering utilizing the strategy formulation framework to aid in developing the company and its products. Further to discussion with the Strategic Consultant, Peter is aware that there are certain habits that strategic leaders must encompass but is not sure what they are. For this assessment, your group is to assume the role of Peter and his team. In doing so, you are expected to complete the following: Identify four (4) conditions for sustainable competitive advantage which align…Referencing the scenario provided in Assessment 1, and following the guidance provided by the Strategic consultant, Peter and his team are now prepared to proceed with finalizing their business plan to launch their company. Considering how competitive the business sector is today, it is important that they are aware of their alternative organizational strategies. It is also important that they understand how to develop a sustainable competitive advantage, so as to remain financially viable. The group is considering utilizing the strategy formulation framework to aid in developing the company and its products. Further to discussion with the Strategic Consultant, Peter is aware that there are certain habits that strategic leaders must encompass but is not sure what they are. For this assessment, your group is to assume the role of Peter and his team. In doing so, you are expected to complete the following 3. Based on each category of alternative organizational Strategies as discussed in…What is benchmarking? Why is it needed in the development of company/institutional philosophy? PLEASE DO NOT PLAGIARISE
- At Rockwater, improvements came from product and service innovation that would create new sources of revenue and market expansion, as well as from continuous improvement in internalwork processes. The first objective was measured by percent revenue from new services and the second objective by a continuous improvement index that represented the rate of improvement ofseveral key operational measures, such as safety and rework. But in order to drive both product/service innovation and operational improvements, a supportive climate of empowered, motivated employees was believed necessary. A staff attitude survey and a metric for the number of employee suggestions measured whether or not such a climate was being created. Finally, revenue per employee measured the outcomes of employee commitment and training programs.The balanced scorecard has helped Rockwater’s management emphasize a process view of operations, motivate its employees, and incorporate client feedback into its operations. It…At Rockwater, improvements came from product and service innovation that would create new sources of revenue and market expansion, as well as from continuous improvement in internalwork processes. The first objective was measured by percent revenue from new services and the second objective by a continuous improvement index that represented the rate of improvement ofseveral key operational measures, such as safety and rework. But in order to drive both product/service innovation and operational improvements, a supportive climate of empowered, motivated employees was believed necessary. A staff attitude survey and a metric for the number of employee suggestions measured whether or not such a climate was being created. Finally, revenue per employee measured the outcomes of employee commitment and training programs.The balanced scorecard has helped Rockwater’s management emphasize a process view of operations, motivate its employees, and incorporate client feedback into its operations. It…Given all the data and information identified, what type of analysis did you complete (i.e., quantitative/financial models used, etc.)? The case study focuses on Mr. Hans Overmayer, the marketing vice president of Motofabrikverk S.A.'s Industrial Controls Division in Zurich, Switzerland, in 1983. The company was losing money in the numerical control market because of a drop in global demand for machine tools induced by the recession and fierce competition. Background information on the company, its products, research and manufacturing, and the numerical control industry is provided in the case study. Based on the information provided, Moto appears to be a company that specializes in the production and selling of numerical controls (NCs), which are computerized devices that steer machine tools. The company entered the NC sector in 1962 and by 1983 was the third-largest commercial provider of NCs in Europe. However, Moto's Industrial Controls Division (ICD), which oversees the NC…